We build the FP&A operating layer for mid-market and PE-backed organizations at $30M-$500M ARR: automated close, driver based forecasts, and board ready reporting that reads live from your ledger.
Reads live from [NetSuite|] Automated close. Driver forecasts. Built on your stack.
Where finance is reporting the past instead of shaping the next quarter.
Actuals close on day ten. By the time variance is explained, the quarter is already half over. No one is planning, everyone is reporting.
Assumptions drift, versions fork, and by the time you present the model the underlying pipeline, hiring, and usage numbers have already moved.
Departmental budgets live in one system, invoices in another, POs in a third. Variance shows up in the month-end close, not in time to correct.
Contribution margin by segment, cash runway sensitivity, headcount plan compression. The model exists in someone's head, not in a shared source of truth.
Actuals land from the general ledger and sub ledgers, reconciled against billing, HRIS, and CRM before they touch the model.
A restructured COA and dimensional taxonomy so revenue, cost, and headcount can be cut the way the business actually runs.
Forecasts built on named drivers. Every version is stored. Every change has an owner.
Automated close feeds a variance panel the CFO opens on day two of the month, not on day fifteen.
A rolling forecast that reads live operational data. Change one input, the P&L, cash flow, and headcount plan recompute together.
Data pulled by hand. Versions forked overnight. Variance surfaced after the quarter is decided. Each leak is small. Together, they are the reason finance is always explaining, never steering.
of FP&A time is spent assembling the numbers, not analyzing them.
Most mid-market and PE-backed organizations at $30M-$500M ARR sit at Reporting. The goal is Steering: finance in the room, forecasts that move with the business, and decisions grounded in one shared model.
Automated close feeds a variance panel the CFO opens on day two of the month, not on day fifteen.
Actuals arrive on day ten. Variance is explained on day fifteen. The quarter is already half over before anyone can act.
Forecasts are built on named drivers (pipeline, ramp, churn, hiring plan). Every version is stored. Every change has an owner.
The forecast is a single spreadsheet that one person owns. Assumptions live in cell comments. Nobody trusts it by week three.
POs, commitments, and accruals feed the same view. Owners see they are trending over budget in week two, not month three.
Budget owners find out they overspent when the invoice hits the ledger. The conversation is always retrospective.→ Data map, reconciliation gaps, close bottlenecks
We inventory every source the finance function touches: general ledger, sub ledgers, expense system, HRIS, billing, CRM. We document the actual reconciliation path and where the numbers diverge today.
We do not rip and replace. We meet your ledger, planning tool, and BI layer where they are and build the model, drivers, and reporting on top.
Ledger, planning tool, and BI layer stay yours. Every chart pulls from the same numbers.
Where actuals live. We do not replace your ledger. We build on it, feed it cleanly, and pull from it into the model.
Driver based, versioned, owned. We meet you on the tool your team already uses, or we help you pick one that fits your stage.
Board deck, executive dashboards, department views. One semantic layer so every chart pulls from the same numbers.
ERP, CRM, billing, and spend data land in one finance model. Reconciled, mapped, and tested on every run, then published to your planning tool and reporting layer.
Unblu needed to switch providers on a tight deadline without breaking a platform of 500+ pages. We inventoried every form, scripted the extraction and replacement, added visual regression tests, and ran the switch in production in minutes.
forms moved across 500+ pages
of preparation, scoping, and execution
minutes of downtime during the provider switch
Companies below $10M ARR without a finance function to partner with.
Teams looking for a bookkeeper or outsourced controller. We build the operating layer, we do not run your close for you long term.
Buyers who want a licensed tool without the model, dimensions, and drivers built for them.
15+ years of engineering technical infrastructure. Built for complex businesses.
We have been in business for more than fifteen years, building and running technical infrastructure for companies across SaaS, fintech, media, ecommerce, healthcare, and professional services. The reason to work with us is not a framework. It is the complex problems we have already solved, and an engineering approach proven across that many industries.
Building and running infrastructure through every cycle.
Messy data, legacy systems, scale. We have seen it before.
One standard, applied across industries and stacks.
Good. They own the ledger and the close. We build the layer above: the driver model, the variance workflow, and the reporting that turns their output into decisions.
A tool is a canvas. We build the model, the dimensions, the drivers, and the reporting on top of it. Teams that skip this step end up with a licensed spreadsheet.
They could. It usually takes two to three quarters, they get pulled onto close every month end, and the model is still owned by one person when they finish. We do it in twelve to fourteen weeks, alongside them, and hand off ownership.
Start with an FP&A audit. Two to three weeks, fixed scope. You get a data map, the reconciliation gaps, and a prioritized plan for the close, the model, and the reporting layer.
No. We build on top of your ledger. NetSuite, QuickBooks, or Xero stays the system of record. We wire it into a model your team can actually plan with.
Twelve to fourteen weeks for the full build: audit, chart of accounts, automated close, rolling forecast, and reporting layer. Some clients start with the audit only, which is two to three weeks.
Yes. Pigment, Cube, Anaplan, and Sheets are all fair game. If you have not chosen one, we help you pick based on stage and complexity, not the vendor with the loudest sales team.
Read access to the ledger, HRIS, billing, and CRM. A finance lead who can answer questions in week one. A commitment to name the drivers, not delegate that.
Your finance team. Every driver is documented, every assumption is named, and we spend the last two weeks on handoff. If we disappear, the model still runs.
No. That is your controller's job. We build the pipeline that shortens the close and turns it into a variance view. We do not run it for you month after month.
